Organizational culture summary. Fundamentals of organizational culture formation. Case "The treasured formula for success"

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Other definitions

“A habitual, traditional way of thinking and acting, which is shared to a greater or lesser extent by all employees of the enterprise and which must be learned and at least partially adopted by newcomers in order for new team members to become “their own”.

E. Jakus

“The set of beliefs and expectations shared by the members of an organization, these beliefs and expectations form the norms that largely determine the behavior of individuals and groups in the organization.”

H. Schwartz and S. Davis

"A system of relationships, actions, and artifacts that stands the test of time and shapes within the members of a given cultural society a rather unique shared psychology."

S. Michon and P. Stern

"The unique characteristics of an organization's perceived characteristics, that which distinguishes it from all others in the industry."

"A set of basic assumptions invented, discovered, or developed by a group in order to learn to cope with the problems of external adaptation of internal integration, which functions long enough to prove its validity, and is passed on to new members of the organization as the only correct one."

"One of the ways to carry out organizational activities through the use of language, folklore, traditions and other means of conveying core values, beliefs, ideologies that direct the activities of the enterprise in the right direction."

Phenomenological concept of organizational culture

Rational-pragmatic concept of organizational culture

Within the framework of this approach, the conditionality of future development is postulated by the past experience of the organization. This follows from the position that the behavior of the members of the organization is determined by the values and basic ideas developed as a result of the historical development of the organization. In addition, a large role in the formation and change of organizational culture is assigned to the leadership of the organization. That is why this concept is called rational - the formation of organizational culture is seen as a conscious and controlled process.

The emergence of rationalistic concepts of organizational culture is associated with the name of Edgar Schein. He defines organizational culture as “a pattern of collective basic ideas acquired by a group in solving the problems of adaptation to changes in the external environment and internal integration, the effectiveness of which is sufficient to be considered valuable and transferred to new members of the group as the correct system for perceiving and considering problems” .

There are two groups of problems: 1) the problem of survival and adaptation when the external conditions for the existence of a group (read, organizations) change and 2) the problem of integrating internal processes that ensure the possibility of this survival and adaptation. Any group, from the moment of its inception until it reaches the stage of maturity and decline, faces these problems. When these problems are solved, the culture of the organization is formed.

The process of forming a culture is in a sense identical to the process of creating the group itself, since the “essence” of the group, the thoughts, attitudes, feelings and values characteristic of its members, which are the result of collective experience and collective learning, are expressed in the system of ideas adopted by the group, called culture.

Shane's levels of culture

Edgar Schein believes that culture should be studied at three levels: artifacts, proclaimed values, and basic ideas. These levels essentially characterize the depth of the study.

Artifacts

Proclaimed values

Under proclaimed values refers to the statements and actions of members of the organization that reflect common values and beliefs. The proclaimed values are set by the company's management as part of the strategy or for some other reason. Employees are aware of these values, and they themselves make the choice to accept these values, pretend and adapt to the situation, or reject them. If management is persistent enough in its pursuit of certain values, if artifacts emerge that reflect the significance of those values to the organization, then the values pass the test. After a certain period of time, it becomes clear whether adherence to the proclaimed values leads to victories or defeats in business.

In the first option, if the organization does not succeed, the leader will change in it or the former leader will reconsider strategy and policy. And then the proclaimed values will depart, will be changed. In the second option, if the organization achieves its goals, employees will gain confidence that they are on the right track. Accordingly, the attitude to the proclaimed values of the company will become different. These values will move to a deeper level - the level of basic ideas.

Basic Views

Basic Views- is the basis of the culture of the organization, which its members may not be aware of and consider immutable. It is this basis that determines the behavior of people in the organization, the adoption of certain decisions.

Basic ideas, or assumptions, are the "deep" level of the organization's culture. They are not openly expressed in artifacts and, more importantly, cannot be described even by members of the organization. These representations are at the subconscious level of employees, they are taken for granted. Most likely, these ideas are so powerful because they led the company to success. If the found solution to the problem justifies itself over and over again, it begins to be taken for granted. What was once a hypothesis, accepted only intuitively or conditionally, is gradually turning into reality. The basic ideas seem so obvious to the members of the group that the variation in behavior within a given cultural unit is minimized. In fact, if the group adheres to some basic view, then the behavior that is based on any other view will seem incomprehensible to the group members.

Basic concepts are related to the fundamental aspects of existence, which can be: the nature of time and space; human nature and human activity; the nature of truth and the means of obtaining it; correct relationship between the individual and the group; the relative importance of work, family and self-development; finding by men and women their true role and the nature of the family. We do not gain new insights in each of these areas by joining a new group or organization. Each member of the new group brings his own cultural "baggage", acquired by him in previous groups; when a new group develops its own history, it can change part or all of these ideas associated with the most important areas of its experience. It is from these new ideas that the culture of this particular group is formed.

Employees who do not follow the basic ideas will sooner or later be "in disgrace", as a "cultural barrier" will arise between them and their colleagues.

Organizational culture change

Basic ideas do not cause objections or doubts, and therefore it is extremely difficult to change them. In order to learn something new in this area, it is necessary to resurrect, re-examine and perhaps change some of the most enduring elements of the cognitive structure. Such a procedure is extremely difficult, since rechecking the basic ideas destabilizes the cognitive space and the space of interpersonal ideas for some time, giving rise to a lot of anxiety.

People do not like to worry and therefore prefer to believe that what is happening corresponds to their ideas, even in cases where this leads to a distorted, contradictory and falsified perception and interpretation of events. In mental processes of this kind, culture acquires a special power. Culture as a set of basic ideas determines what we should pay attention to, what is the meaning of certain objects and phenomena, what should be the emotional reaction to what is happening, what actions should be taken in a given situation.

The human mind needs cognitive stability. For this reason, doubting the validity of the basic idea always causes anxiety and a feeling of insecurity in a person. In this sense, the collective basic beliefs that make up the essence of a group's culture can be viewed both at the individual and group levels as psychological cognitive defense mechanisms that ensure the functioning of the group. Awareness of this provision seems to be especially important when considering the possibility of changing certain aspects of group culture, because this problem is no less complex than the problem of changing the individual system of defense mechanisms. In both cases, everything is determined by the ability to cope with the disturbing feelings that arise during any transformations that affect this level.

Organizational culture (OC) is one of the key categories of management; in the most general sense, it represents a system of values, beliefs, and norms of behavior that have developed in the company and are shared by employees.

A spontaneously formed organizational culture can hinder organizational development, the achievement of strategic and tactical goals. In this regard, the creation of effective management involves constant monitoring and targeted changes in the company's culture.

A strong OK can be one of the foundations of the company's competitiveness, a factor of investment attractiveness, overcoming crises, and ensuring sustainable growth.

The formation of organizational culture is influenced by both external and internal conditions. Among them, the most important are:

the identity of the first leaders and owners;
the company's business model and strategy;
field of activity;
stage of the life cycle of the organization;
the company's resources, primarily human resources, etc.

The expected results of activities for the development of organizational culture are manifested in the form of:

growth of production and management efficiency;
increasing employee loyalty;
creating a positive image and increasing the so-called reputational assets;
increasing the attractiveness of the company as an employer;
stimulating and retaining the most valuable employees;
ensuring a favorable socio-psychological climate in the team.

The decisive role in achieving these results is called upon to play the management of the highest and middle levels of management of the organization.

So, the main sources of the formation of culture are the activities of the founders and leaders of the organization, the proclaimed business idea, the very history of the creation of the organization.

The role and tasks of organizational culture. Among scientists and practitioners, there is a common understanding of the objectives of QA in the company, which boil down to the following:

forms a certain image of the company, which distinguishes it from any other and affects its reputation, maintains the loyalty of customers and partners;
predetermines the degree of involvement in a common cause, rallying employees, creates conditions for the emergence of a sense of community of all members of the organization in achieving strategic goals;
ensures the maintenance of the standards of conduct inherent (established) in the organization;
helps employees gain an understanding of organizational identity;
affects the level of involvement of employees in the activities of the company and devotion (loyalty) to it;
stimulates the responsibility of employees;
creates a sense of confidence and pride in the company among employees;
is an important source of stability and continuity, strengthens the feeling of relative security among workers in relation to the risks of the labor market;
for new employees, it is a guideline for integrating events in the organization, a means of assimilating the norms of behavior adopted in this organization;
sets quality standards and self-assessment criteria in work;
strengthens competitive advantages and creates a valuable intangible asset;
helps to reduce transaction costs, based on streamlining relationships with the external environment.

In other words, organizational culture is a system (not

necessarily formalized) cultural, ethical, moral and other postulates generally accepted in the organization and protected by its members (not always consciously) regarding goals, organization, intra-company relationships and interaction with the environment (clients, partners, competitors, government agencies, society as a whole).

The considered postulates find their expression in the values and beliefs that have developed spontaneously or consciously declared by the organization and its members, norms, principles, rules, procedures, standards, as well as in customs, traditions, manners, rituals.

Culture is a complex phenomenon, it is always individual in relation to the organization.

Signs of an effective organizational culture. As the main features, experts identify the degree of consistency with the following parameters of the external and internal environment of the organization:

cultural, ethical and moral postulates generally accepted in society;
features of the business (field of activity) of this organization;
stage of development of the organization;
the established or desired model of organizational behavior, mission, vision, strategic goals, dominant style of behavior, the nature of power and influence, the interests of individuals, groups and the organization as a whole.

The key parameter is consistency with regulatory internal documents.

The rapid development of the concept of OK as a tool for increasing the competitiveness of the company began in the first half of the 1980s. Modern theory and practice of business identifies three main complementary areas of analysis of organizational culture.

Firstly, OK is a specific management environment where elements of the management system interact and organizational processes are carried out. It largely determines the patterns of behavior of the employees of the organization in response to changes in the external and internal environment.

Secondly, OK is currently used as a special management tool (“psychological asset” - G. Hofstede; intangible asset) that can increase the value of other assets and give impetus to the growth of the organization's efficiency.

Thirdly, OK acts as an independent control object.

An analysis of OK from such positions shows that there are no bad and good cultures, there are only cultures that are adequate and not adequate to the current situation, both in the external and internal environment of the organization.

Richard Barrett has developed a classification that includes seven types of companies, based on the criterion of the level of development of the company as an economic entity in the market in a competitive environment. The main evaluation parameters are the type of leadership and values.

For companies of the first (lower) level, the main value is financial stability and survival. The second level is the values associated with the presence or absence of communications with consumers, their satisfaction. The third level are those organizations that focus on efficiency and results.

Barrett's analysis concluded that most organizations stall at these levels. Only a few continue to move to the fourth or fifth stage, where the focus is on innovation, training and development of personnel, and a common vision.

At the highest levels of the pyramid of values, the company has a need for global thinking, scenario planning for the future, genuine socially responsible behavior; corporate citizenship, coaching other organizations.

Particular attention is paid to how to reduce the level of the so-called "cultural entropy", which manifests itself in the waste of part of the "energy" on conflicts, intrigues, resentment, i.e. clamping in the vice of "negative values".

A methodology for cultural transformation based on the identification of missing values and the corresponding correction of organizational behavior has been created and successfully tested. A close relationship has been revealed between employee satisfaction with work, their understanding of the company's values and an increase in business profitability, an increase in the value of companies.

It is the leaders who, first of all, should focus on the full range of values, that is, move on to management, called "team leadership."

A systematic approach to the study of culture. In modern management as a science and practice, a systematic approach to the analysis of organizational culture is effective.

The composition of the elements of organizational culture is extensive. Most often, it is customary to include in this list the values shared by the majority of the organization's members or its key employees; code of conduct; rules and procedures that ensure (support) the reproduction of fundamental values; tools and techniques for transferring (transmitting) these values and norms to other generations of workers; emotional information background (symbols, language, rituals, customs, management practices); information system in the organization; social and psychological climate.

Experts believe that the basis of any organizational culture is primarily values and norms of behavior.

Values are objects and phenomena that are most important from the point of view of the subject, which act as goals and guidelines for his activity.

Values-concepts include both the social aspect associated with maintaining the integrity of the social organization, and the managerial one. In the latter case, we are talking about the values that are expressed in the strategic goals of the existence of the organization, the values-means and resources that ensure its functioning and development (for example, such qualitative characteristics of personnel as valuable for the organization as discipline, initiative and creativity, stress resistance, decency and honesty, etc. .d.) and the parameters and properties of the internal environment (for example, team spirit, managerial will), which allow achieving the value-goal.

Goal Values with the implementation of organizational, group (within the organization) and individual (personal) needs of employees, they are usually formed at the initial stages of the positional cycle of the organization. In this case, the decisive role is played by the owners and managers, their property, level of competence, management style, character, etc. Ultimately, the values-goals are combined into the main goal of the organization's activity - the mission, the implementation of which is possible through meeting the needs of the subjects of the external environment.

Values-means and tools(values that allow achieving the goals of the organization, as well as management principles, quality of personnel, etc.) can be formed both spontaneously, by chance, by coincidence, and cultivated and implemented consciously, purposefully. As a rule, there is a stable and regular relationship between values-goals and goals-means. The latter largely depend on the activities of all members of the organization. For example, knowledge and adherence to the principles of management in an organization help the employees of this organization to choose the forms of their behavior in the course of their activities, thereby acting with great success in achieving the goals of the organization (i.e., show diligence, initiative, discipline, etc.) Values - funds support (improve) the image of the organization.

In practice, there is often a contradiction between the values-goals declared by top management, formally reflected in the mission, and the narrow group or personal goals of management (including selfish ones) that are actually implemented. Often, values-goals are absent in organizations or are known only to the owners and / or top management. In other words, the importance of informing employees about the value orientations of the organization's development is underestimated. Under these conditions, the mobilizing role of this factor weakens.

Values can be both positive and negative; in the areas of influence on the efficiency of activities and management of the organization.

Organizational norms of behavior, rules and procedures. This is

a kind of standards of behavior and activities adopted in the organization. Their observance is a condition for individual workers or a group of workers to be included in the organization as a social system on the basis of acceptance (recognition) of the system of values prevailing here. These norms serve to describe situations or circumstances in which certain rules are followed. They include expectations of what people think in a given situation.

In the Russian management model, most of the norms are enforced, including through a system of sanctions applied by management, and/or through the voluntary assimilation and adoption of rules. In practice, it is advisable to combine both methods, depending on the specific situation, but the second is certainly more preferable to ensure the task of sharing values with the predominant part of the team.

The purpose of the norms is, firstly, to regulate the behavior of employees, which facilitates the prediction of their behavior and the coordination of joint actions, secondly, following the norms allows you not to make mistakes typical for a given situation, and, finally, they contain prescriptive (respectively, motivating) elements .

Rules are closely related to rules. Rules exist to perform certain tasks or for social reasons, they encourage to regulate, control various forms of business interaction in the management system. It is believed that the rules are tied to a specific situation and relate to a specific group of workers. Norms and rules - parameters are variable, dynamic, requiring adjustment and revision if it benefits the organization, group or even individual (usually key) employees.

The main way (method) of assimilation of values and norms is to demonstrate their importance on the part of top management, to consolidate and formalize them in various internal regulatory documents, to harmonize the management principles implemented in the organization (especially at the level of personnel policy) with accepted and desired values and norms. It is the highest level of management that is responsible for organizing activities to develop a project of corporate culture, its main characteristics. In Russian conditions, the direct implementation of measures to form and develop a corporate culture, at best, becomes personnel management services, while the best world practice in this area indicates the expediency of involving all categories of managers in this activity, relying on the main part of the team. This approach also corresponds to the mentality of the Russians.

An essential element that ensures the effective management of the OC is the emotional information-historical background. This is the most difficult tool to use to influence organizational culture. The task of the subjects of organizational culture management (managers, involved consultants) includes the development and dissemination among the employees of the organization of cultural forms that carry certain goals and beliefs. Among the cultural forms stand out: symbols; language; myths; legends and stories, customs and rituals of internal business and social activities (including rituals, ceremonies, prohibitions).

The informing subsystem can be considered as an element of the OK control system. Within the framework of this subsystem, the transfer and exchange of information in the organization is carried out using formal, informal cultural means and channels for informing members of the organization. At the same time, a set of tasks is solved, including: providing employees with information about the established rules, requirements, structure and mechanisms of its management and changes made here, informing about achievements, successes and failures, filtering and correcting external information, determining the order of assimilation of training information, primarily managers and key employees (knowledge management, acquisition of skills to assimilate the company's organizational competencies); creation and updating of an information base for making managerial decisions, initial informing new employees to accelerate their adaptation in the internal environment; creation of new conditions for the implementation of coordination functions (informing about strategic and current tasks, preferred methods and ways to solve them); informing about rewards and penalties in the context of the implementation of the motivational function.

The socio-psychological climate is a stable system of internal relations of the group, which is manifested in the emotional mood, public opinion and performance results. These connections are manifested in the socio-psychological state of the team, the nature of value orientations, interpersonal relationships, and mutual expectations. The socio-psychological climate, which can be favorable depending on its impact on the performance of the team, is predetermined by the environment and the level of development of the team, directly affects the activities of its members, the implementation of its basic functions.

For a manager, it is extremely important to prevent or mitigate the manifestations of an unhealthy socio-psychological climate (for example, suppression of creativity and initiative, squabbles, gossip, sitting up, mutual protection, i.e. mutual responsibility, disrespect for colleagues, selfishness, selfishness, etc.)

Studying the state of the socio-psychological climate helps to assess the impact of OK on the company's activities - positive or negative.

Understanding the structure of organizational culture has not yet settled down, there are different ideas about the meaning of this term.

The well-known specialist E. Shine singles out such terms of the structure that are at different levels, such as declared and real supported values, artifacts (they are easy to notice, but it is difficult to recognize the true meaning), basic assumptions (beliefs, judgments and attitudes perceived at a subconscious level). One can come across statements that OK as a system has a plurality of intersecting structures: value-normative, organizational (including formal and informal structure of power and leadership, written and unwritten norms and rules of internal order (behavior in the workplace); communication structures (the direction of formalized and non-formalized information flows, the quality of communications from the standpoint of loss and transformation of information, targeted actions to build an internal PR); the structure of socio-psychological relations that determine the behavior of employees in the organization (towards management, colleagues, clients, etc.); structures of mutual sympathy, elections, preferences, distribution of roles in the organization (constructive, destructive, etc.), internal positioning of employees, conflict, attitude towards the leaders of the organization (authority), game and mythological structures (corporate legends and stories, myths and legends about the organization , its employees and managers, heroes and anti-heroes, games played by employees and bosses (“good” and “evil”, etc.) Along with those named, it is important to note the presence of an external identification structure (corporate identity), including internal and the external image of the organization, the real perception of the company and its products (services) in society, advertising attributes: logo, slogan, etc.

Components of organizational culture. Specialists and practitioners distinguish the following main components of OK - management culture, production culture, culture of external relations (especially with clients and investors), entrepreneurial culture, culture of relations with shareholders and other stakeholders.

In turn, the management culture includes such segments as the culture of negotiations, business meetings, meetings, the culture of office work and communications, the culture of advertising and public relations.

Organizational culture can be perceived differently by different categories of people according to their status, psychological profile, experience, qualifications, character, financial situation, etc. So, in front of a new hired employee

OK appears in the form of the behavior of others, subject to yet unknown patterns, consistent with unknown values. If the organization has set up adaptation work, the newcomer relatively quickly and painlessly enters the responsibilities, learns the internal environment, which is facilitated by bringing and explaining the rules and norms that he should be guided by, the values that he will have to focus on.

Organizational culture is capable of influencing a person's worldview through the transformation of organizational values into individual and collective ones, or enter into conflict relations with them.

Thus, OK for employees performs a number of functions: evaluative-normative, goal-setting, instrumental, motivating (or demotivating), social and psychological protection.

For managers, OK acts as a regulator of employee behavior, a lever to stimulate (or discourage) the activities of personnel, an indicator of their ability to form a normal socio-psychological climate.

For owners of OK, it is a measure of the readiness of management and personnel to realize the interests of owners, competitiveness, a development resource and a factor that increases the assessment of business value (for commercial organizations).

Change in corporate culture. Practice shows that the key factor in the formation and development of an organizational culture, the formation of a favorable climate are the leadership qualities of managers associated with their awareness of values and a clear idea of what a competitive, innovative company should be like.

The position of the owners and managers of the company is often decisive, since the written and unwritten standards and rules of business conduct that they originally set become the reference ones for a long time, although they are not immune from probable erosion and deformation.

Another major factor in changing QA is the environment of the company's immediate environment. The business model chosen by the company, depending on the state of the external environment, makes it necessary for the company to share certain values. So, for example, one company can acquire and root a deep shared commitment to high quality, the uniqueness of its products (services). Another company is characterized by the sale of products with average quality, but at relatively low prices. As a result, the direction centered around price leadership becomes dominant. Accordingly, in a crisis, adjustments made to the organizational culture, which promote mobilizing leaders to fight against overcoming financial and other difficulties, are of particular importance.

Important to the formation of an effective OC are measures to maintain effective working relationships. The specialist literature notes that different expectations and values may develop depending on the nature of the business and the personality characteristics required for the job. If, for example, a company needs open and dynamic communications between its employees, as well as informal business relationships, then it will probably value the free expression of points of view, the collective solution of emerging problems. Conversely, very different values, nature and styles of communication will dominate in companies led by authoritarian leaders. The structure of the workforce, its social, gender, age, educational and qualification composition also have a serious impact on the state of the organizational culture of the company.

National traditions, cultural characteristics, ways of positioning the status position of managers (using K / P attributes), technologies for making strategic decisions (in a narrow circle or involving leading specialists, including for the purpose of motivating them) have a huge impact on the formation of organizational culture and the system management of the organization as a whole.

Criteria for highlighting a strong organizational culture. In scientific and practical publications, the strength of culture is determined by a number of criteria. First, the breadth of coverage and perception of the organization's core values by its employees. Secondly, the depth of penetration of OK, i.e. the degree of acceptance by employees of these values.

In practice, organizations with a pronounced strong culture have a set of values and norms that, by binding team members, contribute to their involvement in the process of achieving organizational goals. This provides an important competitive advantage.

Achieving a strong culture is not easy. On the one hand, in the newly formed organizations there is still no experience in the formation of commonly shared values. On the other hand, in many mature organizations, due to the lack of purposeful work to maintain core values, OK remains in a “weakened” state.

Note that a strong culture can be more than just a boon to an organization. Strong OK creates the prerequisites for successful activities in the face of risk, dynamic changes in the external environment with a high level of competition. On the other hand, the culture in this state is a significant obstacle to the implementation of overdue changes in the organization. This is because innovations at the initial stages of their implementation have not yet taken root and need to be supported. In this case, OK rejects all changes, and hence the necessary innovations. This situation leads to recommendations for the formation of a moderately strong culture in the organization. As such, OK will not transform into a stable but conservative environment.

Weak culture, as a rule, exists where its purposeful formation is not given importance. Organizations with a weak culture have to rely on formalized processes and structures to coordinate organizational behavior due to a lack of shared norms of values.

Types of cultures. To solve the problems of managing the processes of OC formation, various classification features are used to isolate (identify) types of crops. For practical tasks, the most commonly used features are the following.

1. By management style (authoritarian, liberal-democratic and democratic, including numerous intermediate options).
2. By the age of the organization (young (forming), mature, degrading).
3. By the strength of the impact (strong, weak).
4. By the degree of innovation (innovative, traditional, archaic).
5. According to the degree of usefulness of the impact (functional or dysfunctional).
6. By efficiency (high, medium and low efficiency). The main criteria for classifying crops as a particular type

are:

reasoned assumptions about the characteristics of employees (lazy people, focused primarily on meeting social needs, aimed at achieving individual goals, focused on staying in a protected community);
the main motives of the employee's activity (selfish (personal) economic interest; social relations; a challenge that allows you to realize your potential; being in a team of like-minded people; occupying a convenient niche);
origin and functioning within the framework of a particular organizational structure (bureaucratic; flexible (mobile); flexible adaptive; organic, command-centric; network-centric, etc.);
a form of control over the formation and development (external constant and strict control by the management; group influence; competition; soft corrective self-control);
management style (authoritarian; liberal-democratic; authoritarian-initiative; democratic).

According to the above criteria, it is possible to determine to a certain extent the type of the dominant organizational culture: accordingly, it will be bureaucratic, organic, entrepreneurial, participatory, etc.

Analysis of organizational culture. The content of OK is determined by those values, behavioral norms, ideas, traditions, patterns of action, myths that have historically developed and entrenched in the organization. The content features of organizational culture crystallize primarily during the formation (birth) of the organization, as well as in the process of using certain tools to overcome crises. In other words, OC is being formed at an accelerated pace in the conditions of the need for survival and adaptation (when the factors of the organization's existence change) and, accordingly, the need to integrate internal processes that ensure the possibility of such a cycle of survival and adaptation.

When considering OK as an object of control, the question arises about the parameters and characteristics by which culture should be analyzed. The Dutch scientist G. Hofstede proposed a number of parameters for the analysis of organizational culture (according to the characteristics of "individualism - collectivism", power distance, etc.).

In practice, for the analysis and evaluation of QA, a minimum set of the following seven indicators is used:

attitude towards innovation (including organizational), risk and initiative;
degree of orientation towards stability or justified change;
the frequency of adjustments to the main elements of organizational culture;
attitude to conflicts and the level of their intensity, the degree of conflict management;
how organizational culture contributes to the development of business, professional qualities of employees necessary to achieve the goals, the growth of the value potential of the organization;
the degree of mobilization readiness of the organization in critical situations, crisis phenomena;
the degree of cohesion and integration of efforts in solving strategic problems.

The practice of applying G. Hofstede's methods shows that there are no normatively set, reference indicators of organizational culture. Each organization is obliged to form its own, original culture profile and a set of parameters and indicators that meet its specifics. At the same time, such tasks and projects for the formation (reform) of organizational culture are implemented quite rarely.

Various approaches are used to evaluate QA and its impact on the company's performance. The main difficulty here is to determine those specific OK parameters, the change of which will lead to an increase in efficiency.

To assess OK, various types of effects arising from the implementation of measures to develop organizational culture can be used (economic effect; resource effect associated with the release of resources; technical effect, expressed in the emergence of new equipment and technology, discoveries, inventions, know-how and other innovations social, manifested, in particular, in improving working conditions, raising the material and cultural standard of living, etc.).

The main elements (parameters) of QA as an object of assessment are distinguished by specialists and practitioners:

the degree of coincidence of values (at the same time, the strength of culture is directly proportional to the degree of this coincidence);
degree of conformity, i.e. to what extent the employees of the organization behave in accordance with accepted formal and informal norms and rules;
the level of development and use of the information system;
development of the system of transfer of cultural experience;
the state of the socio-psychological climate.

Acceptable (but also flawed) valuation option

organizational culture can be a system of performance indicators given in table. 10.1.

Management of organizational culture at the intraorganizational level. QA management at this level involves taking into account and overcoming a number of typical shortcomings:

culture is focused mainly on the relationship between employees, and not on the achievement of specific goals and results;
the presence of several opposing subcultures that give rise to contradictions between employees;
organizational culture lagging behind other management elements due to ignoring the importance of culture for the organization.

Examples of successful management of organizational culture in Russian and foreign practice can be grouped into the following areas.

Table 10.1

Indicators adopted to assess the effectiveness of organizational culture

No. p / p	Name of indicator
	Staff turnover rate	If the turnover is more than 20%, then the organization is most likely moving towards destruction.
	Indicator of labor discipline	Exceeding the level of documented violations of 10% of the number of employees will indicate an ineffective culture
	Efficiency ratio by the level of conflict	It is measured from 1 to 10. Employees of the organization give an assessment of the level of conflict
	The degree of staff confidence in management	It is determined by employees in two planes: the level of competence and the level of decency. The average rating (from 0 to 10) indicates the degree of staff confidence in management
	The level of qualification of workers	It is defined as the difference between the average value of the skill level for a certain period (or taken as the standard skill level) and the actual skill level of employees at the moment (from 0 to 1)
	Average period of labor adaptation	It is measured by the difference: the normative (normal) adaptation period minus the average adaptation period for the organization tends to a maximum (approximately 0.5 years). The greater the difference, the more efficient the culture. Negative difference means inefficient culture

1. Changing the management style (delegating greater powers and responsibilities to employees; involving employees in making managerial decisions; clear control of the final results of work).
2. Changing the reward system.
3. Training (conducting trainings, seminars, programs of adaptation and training in the workplace, through which the introduction of new values and standards of behavior takes place).
4. Optimization of personnel strategy and policy from the point of view of selection for key positions of employees who share organizational principles and values or who are carriers of values missing in the company and capable of transferring them to other employees.
5. Attention to the working environment, planning, refurbishment of workplaces and public places, the introduction of uniforms for certain categories of employees, etc.
6. Building a system of internal PR(for example, the creation of an "Ethical Code of Managers", communication chains for broadcasting goals, objectives, priorities by levels of the management hierarchy and holding corporate public events).

Principles of formation of organizational culture. Experts and practitioners agree that the following principles (basic rules) should be followed in the process of forming the OK.

1. The created (reformed) culture should not contradict the basic idea of the existence of the organization (for business organizations - correspond to the chosen business idea and business model).
2. The behavior of management (first of all) and employees should not contradict the proclaimed values and norms.
3. The formed culture should correspond to the type, size and specifics of the organization, as well as the conditions of its existence.
4. Previous cultural experience must be carefully accumulated, critically analyzed and used as a basis for reforming organizational culture.
5. The ideas and norms embedded in the culture should carry a positive emotional charge, thereby creating a background for the application of the modern concept of "emotional leadership".
6. The formation of OK is designed to support the organization's development strategy, increase its effectiveness, and meet the requirements of change management.

An analysis of the practice of Russian and foreign companies shows that the ways in which top management influences the formation of an effective OK can be reduced to three main schemes.

1. Evaluation of OK by top management, owners (if they have a sincere belief in values, readiness to share them in full, fulfill relevant obligations). The success of this option of action is due to the presence of counter support and enthusiasm from the majority of the members of the organization (“revolution from above”).
2. A scheme based on the movement of ordinary employees to change the state of OK for the better: in this case, the task of managers is to catch and take advantage of the desire of employees to achieve positive shifts in the value system and at least not oppose this process. In Russia, for a number of reasons, it is used quite rarely.
3. Combined method. Combines individual elements of the options indicated above. The most effective, but at the same time the most risky, since its application will inevitably require resolving contradictions about the goals and methods of innovations introduced into the existing model of organizational culture.

As practical experience shows, the most effective tools to help implement the desired organizational culture are:

models and scenarios for the implementation of leadership qualities of managers, their ability to positively influence the behavior of employees in critical situations;
an incentive and motivation system that takes into account ethnic, mental, religious, national, gender and other characteristics, those values, norms, rules of conduct that characterize the organizational culture of the company;
a well-developed system of selection criteria for the organization;
methods of personnel training in order to consolidate the desired attitude to business, to the organization;
compliance with the procedures for following the traditions established in the organization, procedures and scenarios for holding significant events, etc.;
emotional training techniques (systematic and purposeful appeal to emotions, to the best feelings of employees to consolidate (accelerate) the desired labor values and patterns of behavior);
thoughtful and widespread corporate symbols, its systematic application.

As a result of studying the chapter, the student must:

know

the essence and content of the concept of "organizational culture", its main elements, external and internal factors influencing its formation;
types of organizational cultures, foreign and domestic experience of their practical implementation;
essence and features of the concepts "value", "storytelling", "organizational anthropology", "motivation", "leadership", their role in organizational culture;

be able to

define and formulate organizational values, rules, norms of behavior in accordance with the mission and strategic goals of the organization;
select and use various types of organizational anthropology and storytelling to develop organizational culture;
identify and develop the motivation of the individual in the process of formation, maintenance and change of organizational culture;

own

modern methods of collecting, processing and analyzing information for the interpretation of the value base of culture;
methods of analysis of anthropological socio-cultural characteristics of the internal and external environment of the organization;
means and methods of storytelling for the formation of organizational culture;
skills to substantiate the methods of motivating a person necessary for the implementation of organizational values.

Organizational culture: essence, elements, models, types

The importance of culture as one of the key organizational characteristics that affect the effectiveness of company management is steadily increasing. While in management abroad already in the 1980s. the understanding came that a huge power lurks in culture, in Russia the awareness of the significant role played by organizational culture in the efficiency of the company's activities and competitiveness began to come later, starting from the late 1990s.

Organizational culture is a system of values, beliefs, principles, and norms of behavior accepted in the organization and shared by its employees. An important part of organizational culture is business culture, which includes business rules and regulations, business ethics, business etiquette, and business communications.

As international practice shows, companies that manage to create a strong organizational culture achieve higher productivity and efficiency in their activities. Studies by American scientists show that strengthening organizational culture without changing other things being equal working conditions is often accompanied by an increase in employee productivity by 15–25%. Many companies with weak and conflicting cultures end up underperforming in the marketplace and losing out on the competition.

If, until recently, it was believed that the strongest wins in a competitive struggle, and the efforts of managers were directed towards becoming the best company, now competitive efforts are directed to become unique company. According to the resource theory, the unique competitiveness of a firm in the long-term strategic plan can be provided by the distinctive features of its resources. known four criteria proposed by D. Barney to assess the strategic resources with which you can achieve a long-term sustainable competitive advantage: they must be valuable, rare, unique, irreplaceable.

In ensuring the unique competitiveness of the company, a special role belongs to the organizational culture, which belongs to the rare and most difficult to imitate intangible strategic resources. Every organization has its own cultural characteristics that distinguish it from other organizations, because it is the result of the interaction of unique people - employees of the company. The influence of the personality of the manager, a strong leader on the formation of values, rules, traditions, and the adoption of managerial decisions gives a certain uniqueness to the company.

The organizational culture of every organization is unique. This is what distinguishes one organization from another, even if they produce the same products, work in the same industry, are similar in size, use standard technologies. No two organizations have the same culture. Organizational culture reflects the philosophy of the company, it creates a certain unique atmosphere, the impact of which on the activity is ambiguous, it is difficult to study and describe it. Even if the values, beliefs, customs adopted in one company, for example, by competitors, are understandable to members of another organization, then attempts to adopt them are associated with great difficulties and resistance from the staff.

In the context of the formation of a new or innovative economy organizational culture is considered as part of the company's intellectual capital. T. Stewart, highlighting human, consumer and organizational capital, refers organizational culture to the latter, considering it as part of organizational knowledge, along with management systems, hardware and software, patents, brands, etc. E. Brooking refers corporate culture to infrastructure capital as part of the company's intellectual capital. It forms the environment in which employees of the company work and communicate.

Organizational culture is the link that unites the employees of the corporation. The result of this interaction is a synergistic effect that contributes to the success of the company. The synergy of individual groups and the organization as a whole cannot be copied. Organizational culture is an irreplaceable intangible asset of the company.

A strong culture can be a valuable strategic resource of an organization related to the company's competitiveness only if it meets the conditions of the external environment and is able to adapt to its changes. Thus, organizational culture determines the uniqueness, originality and, ultimately, the competitiveness of each organization.

A unique culture, as a result of the joint activity of people connected by a mission, common values, rules, gained experience, organizational knowledge, is a source of new ideas, the creation of competitive products and services, which allows the company to remain competitive for a long time. Thus, organizational culture, being one of the most important strategic resources, provides a sustainable competitive advantage for the company.

Organizational culture as a philosophy of the company includes values that determine the behavior of its employees, attitude to work, affect interpersonal relationships. Organizational culture can be defined as a way of carrying out joint activities within a particular organization. This means that its employees assume certain obligations for successful cooperation and internal integration, for successful adaptation of the company in the external environment. Acceptable for all rules of conduct are determined, which prescribe what corresponds to the norms existing in an organization, what is acceptable and unacceptable. Rules are being developed that determine the order of relationships between employees, the relationship of employees with clients and partners, the culture of participation in public life, etc. All this can be formalized and presented in the form of a corporate governance code, corporate conduct code, social code, company credo and other documents.

The basic elements of organizational culture (Fig. 1.1) are:

values, norms, principles of activity, rules of conduct;
symbols, traditions, ceremonies, rituals;
heroes, stories, myths, legends;
motivation;
communications, language of communication;
leadership, leadership style;
design, symbols, appearance of personnel.

Rice. 1.1.

The role, essence and content of each of the above elements of organizational culture are discussed in detail in paragraphs 1.2-1.5.

American researchers Ralph Kilman, Mary Saxton and Roy Serpa identify three important characteristics of organizational culture:

direction of influence of culture: restraining or guiding force;
depth and uniformity: common culture and subcultures;
impact force: strong and weak culture.

Culture can be a restraining force in the implementation of a particular management decision or, conversely, contribute to its successful implementation. If the decision does not contradict the organizational culture, it supports and facilitates its implementation, leads to success. If the decision does not comply with the accepted norms and rules, contradicts the values, it will cause open or hidden resistance of the employees of the organization.

An organization is made up of people and groups. In addition to the organizational culture common to all its employees, each group or division of the company may have its own subculture. If the groups and divisions that make up the organization have divergent values, then the corporate culture cannot be homogeneous and deep. As a result, the managerial impact on the organization as a whole will be almost impossible.

Organizational culture can be strong or weak. The strength of culture depends on strong leadership; on the extent to which employees share the core values of the company; from the commitment of employees to these values. In organizations with a strong culture, employees remain loyal to the ideas and values of the company even during times of crisis. In organizations with a weak culture, values and norms are perceived only as recommendations and are often ignored.

The competitiveness of an organization is determined by the strength of its organizational culture. A strong culture can ensure the fulfillment of a company's mission, strategy, goals and objectives. For example, long-term cost leadership can only be achieved if there is an organizational culture and values that support the company's cost advantage. The implementation of a knowledge management strategy is impossible without a certain organizational culture aimed at the creation, dissemination, exchange and use of knowledge by company employees.

A strong organizational culture allows the company to exist as a whole, which contributes to the achievement of the organization's goals, helps it survive and develop. However, it can create additional difficulties in carrying out the necessary changes, when it is necessary to change existing habitual rules, behavioral patterns, forms of communication and interaction, motivation, etc. All this causes strong resistance to change, and organizations are forced to make a lot of efforts to reduce its level (see paragraph 6.2).

Organizational culture is influenced by internal, tick and external factors, and their change causes the need for changes in organizational culture. Features of the organizational culture of the company are largely due to the influence of such factors as the personality of the founder or leader, the mission, strategy, goals of the organization, its industry characteristics, the nature and content of work. An important role is also played by gender, age, level of competencies, qualifications, education, and the level of general development of personnel. Organizational culture depends on what stage of the life cycle the organization is in, etc. Internal factors affecting organizational culture are presented in Fig. 1.2.

Mission, goals and strategy determine the direction and scope of the organization. It cannot successfully exist in a competitive business environment if it does not have certain guidelines indicating what it aspires to and what it wants to achieve. Such landmarks are set with the help of the mission.

Mission- this is the purpose of the organization, the main purpose of its existence. As practice shows, an organization where there is a clear understanding of the reason for its existence has a greater chance of success than one where it does not exist. The mission affects the image of the organization, attracts consumers, partners, shareholders, as it informs about what the company is, what it strives for, what it is guided by in its activities, what means it is ready to use.

The mission gives the organization certainty and personality. It is the basis for developing the goals and strategy of the organization, determines its organizational structure. The mission has an impact on the formation of organizational culture, since the employees of the organization must share the main goal, be aware of and contribute to its achievement, as well as share the values and principles that are often reflected in the mission. It also sets requirements for employees, allows you to select a certain type of employees to work in the organization.

Rice. 1.2.

On the basis of the mission, formulated in general terms, a strategy is developed and the goals of the organization are determined, which reflect the various specific areas of its activity with an indication of the timing of their implementation. Strategy(from Greek. strategos- the art of the general) is a comprehensive plan designed to achieve the mission and goals of the organization, developed for the long term. Target- the desired future state, the specific desired result, the achievement of which is aimed at managing the organization.

The implementation of the strategy and goals necessitates the formation of a certain type of organizational culture or its change. For example, maintaining long-term market leadership requires an organizational culture that includes customer-centric values, rules, and behaviors.

Leadership can have a particularly strong influence on organizational culture. Leader - This is a person who has the ability to lead. The influence of the leader's personality is reflected in the formation of values, rules, traditions, norms of behavior and other important components of organizational culture. Ultimately, the founder or leader of the company can make it what he imagines. It influences the organizational culture and leadership style, which is a generalized type of leader's behavior in relations with subordinates, a set of the most characteristic and sustainable methods and forms of his work with them. Different leadership styles form a special nature of relationships, connections, forms of interaction, communication style and other important communicative features of organizational culture. The methods and forms of motivation and stimulation largely depend on the leadership style (see paragraph 1.5).

The field of activity, industry specifics, the technologies used, the products and services produced, the nature and content of labor determine the features of the norms of behavior, the language of communication, the motivation of employees, their appearance and other elements of organizational culture. The organizational culture in research institutes, trading companies, agriculture, construction, tourism business will have significant differences in the selected parameters.

Gender characteristics, age, qualifications, education, the general level of development of employees also affect the norms of behavior adopted in the organization, leadership style, language of communication, motivation, appearance, etc. This influence can extend both to the organizational culture as a whole and to the subculture individual divisions.

The role of organizational culture and its impact on performance largely depends on what stage of the life cycle the organization is at. In the early stages, such as childhood, adolescence, there is a process of formation of organizational culture. Gradually norms, rules are defined, values are formed. Here, the role of the leader, the founder of the organization, which is the link, unites people, creates a single whole is especially great. At the stage of prosperity and maturity of the company, organizational culture becomes one of the key factors for its success. At the stage of aging, organizational culture can slow down the development of the company, become one of the reasons for its decline. These issues are discussed in detail in paragraph 6.3.

A modern organization cannot be considered without its external environment, with which it is in close and inseparable unity. Economic, social, political, national and other environmental factors affect the behavior of the organization. The changes taking place in the external environment, the increase in its complexity, dynamism and uncertainty further increase their impact on the organization. We can distinguish two parts of the external environment that affect the organization in different ways: the macro environment and the immediate environment (business environment).

Macroenvironment is part of the external environment common to all organizations. The macro environment includes economic, political, legal, social, technological, geographical, international and other factors from which the organization is influenced.

Among the environmental factors influencing the organizational culture, economic, political, legal, sociocultural, technological and environmental factors should be singled out (Fig. 1.3).

Rice. 1.3.

Economic macro-environment factors determine the general level of economic development, market relations, competition, i.e. economic conditions in which organizations operate. Determining the financial capabilities of the company, they influence the motivation, incentive methods, remuneration, social package.

Political factors determine the goals and directions of the development of the state, its ideology, foreign and domestic state policy in various fields, as well as the ways and means by which the government intends to implement it. They influence the formation of values, principles, norms of behavior in the organization.

Legal factors regulate the activities of the organization, establish acceptable standards for its business relationships, rights, responsibilities, duties. This is reflected in the values, norms, principles, forms of interaction both in the internal and external environment of the organization.

Sociocultural factors determine the social processes occurring in society and affecting the activities of the organization. They include traditions, values, habits, ethical standards, lifestyle, people's attitude to work, etc., which is directly reflected in the organizational culture.

Technological factors determine the level of research and development, the development of which allows the organization to create new products, improve and develop technological processes. The development of technologies, the high-tech sector of the economy affects the level of competencies of employees, which cannot but affect the system of values, principles, rules, norms, i.e. on organizational culture.

Environmental factors are associated with climatic conditions, reserves of natural resources, environmental conditions. Natural disasters, climate change, the appearance of ozone holes, increased solar activity, limited natural resources, environmental pollution and other global problems have an increasingly significant impact on the organization's activities. All ego increases the social responsibility of the organization and influences the change in its values, principles, norms of behavior in the external environment.

Organizational culture exists in the context of national business culture and is strongly influenced by it. business environment, being part of the external environment, is the immediate environment of the organization. It provides the organization with the financial, labor, information resources necessary for its activities, provides transport services, provides consulting, auditing, insurance and other services. It includes numerous organizations such as banks, stock exchanges, advertising and recruitment agencies, consulting and audit firms, leasing companies, security agencies, state and municipal authorities, associations, associations and other interested persons and organizations with which the organization directly establishes relationships .

Both in the organization itself and in the external environment, there are interested groups and individuals, the so-called stakeholders, with their own goals and interests that can have a strong influence on the organization: buyers, suppliers, shareholders, creditors, authorities, leaders of political and other organizations, owners of large businesses, local society, etc.

In table. 1.1 represents the interests of various groups in the activities of a food production company.

Table 1.1

Interests of various groups in the company's activities

	Interests
Buyers	Production of high-quality, environmentally friendly products at affordable prices
Suppliers	Maintaining ties with the company for a long period, as well as settlements with it at prices that provide sufficient income
Society	Safe for the environment, nature and people production of goods at the lowest prices, increase in jobs, charity
Employees	Ensuring good working conditions, fair wages and promotion opportunities
Managers	Increase in market share, production capacity, labor productivity
Lenders	Preservation of a stable financial position of the company and payment of debts on time
Distributors	Maintaining ties with the company for a long time and selling goods to them at prices that provide sufficient income
Shareholders	Maximum return on their investment

Due to the diversity of these interests, the management of companies faces the difficult task of trying to satisfy each of the interest groups, while taking into account the interests of the organization. Conflicting demands from various groups interested in the results of the organization's work often lead to the need for managers to make ethically complex decisions that may be contrary to the principles and norms of organizational culture.

Organizations pay great attention to the culture of interaction with the external environment. This is due to the company's interest in using emerging opportunities, creating and maintaining a favorable image, maintaining prestige in public opinion and authorities. Taking into account the requirements and wishes of consumers, business partners, state and local authorities, the behavior of competitors determine most of the norms of behavior and principles in the company's business culture.

Organizational culture evolves with the organization. The process of development of organizational culture includes its formation, maintenance and change. Formation of organizational culture associated with finding ways to work together and coexistence, establishing a certain type of relationship between members of the organization, as well as with the external environment. This stage includes:

diagnostics of the existing culture;
value formation;
setting standards of conduct;
formation of traditions, rituals;
establishing a communication system;
development of a motivation system;
development of symbols, design.

Maintaining organizational culture at the required level requires strong leadership, it largely depends on the efforts and actions of leaders. Maintaining culture includes:

selection of new employees according to certain criteria;
socialization of new employees;
development of internal documents that fix values and norms of behavior (code of conduct, company credo, etc.);
strengthening established values and rules through education, training, reminder, repetition;
motivation of employees to consolidate corporate values and norms of behavior;
strengthening traditions, creating company history, honoring veterans, etc.

Socialization is a process of adaptation of the individual to the organizational environment. This process is often accompanied by problems, difficulties, misunderstandings, opposition and even conflicts. The main reason for this behavior is the discrepancy between the expectations and ideas of a person about the organization, on the one hand, and the organization's expectations regarding the individual, on the other.

Both the organization and the person himself are interested in the process of adaptation and inclusion in the organizational environment as quickly and less painfully as possible. The main stages of the socialization process are shown in fig. 1.4.

Rice. 1.5.

Rice. 1.4.

Acquaintance with organizational culture involves familiarity with the history of the organization, its founders, people who have made a significant contribution to its work. A new employee should have an idea of the mission and the main goals of the organization, what are the values, principles, rules, norms, standards of conduct. He must know what reputation the company enjoys, what its image is and what the company and its employees are doing to maintain it.

Taking on a position is associated with the need to introduce a new employee to the duties, functions, tasks that he must perform, introduce him to colleagues, introduce him to the workplace, working conditions, etc.

Often the socialization of workers requires training. On fig. 1.5 presents training methods that can be used in an organization to adapt employees.

To maintain the corporate culture, formal documents are developed that fix values, norms, rules of conduct, responsibility and other important aspects of organizational culture. They may have different names, differ in content, volume, etc. Most often, companies develop:

– corporate governance code;
– code of corporate conduct;
- social code;
- code of honor;
- the creed of the company.

In the code of corporate conduct, along with the mission of the company, areas of activity, it is necessary to reflect the basic values and rules of conduct, which include the relationship of employees with customers and partners. It is necessary to develop rules of conduct for company employees, requirements for their appearance and other internal regulations that reflect the company's basic values in relation to customers (respect, mutually beneficial cooperation, readiness to satisfy their needs and requests in the best possible way, etc.). The motivation system should take into account the extent to which the company's employees comply with corporate standards of conduct.

The development of an organization is impossible without changing its culture. Changing organizational culture a very difficult and often painful process, as it affects relationships that have been formed over a long period, established norms of behavior. Experience shows that such a change requires strong leadership and time, and its implementation is one of the most difficult tasks in the field of organization of work in an institution. Organizational culture change includes:

definition of new landmarks and values;
establishment of new rules, norms of behavior, system of relationships;
change in motivation;
staff training.

There are a number of classifications of types or models of organizational culture. Widely known is the classification of K. Cameron and R. Quinn, who distinguish four types of culture: clan, adhocracy, bureaucratic and market.

clan culture. An organization is like a big family where people have a lot in common. Managers seek to help their employees, to assist them. Group activity, involvement and active participation in the work of each person are encouraged. People stick together thanks to common views, cohesion, mutual trust, devotion to the organization. The success of an organization is associated with the development of personnel, care for people, employee loyalty.

adhocracy culture. A dynamic, entrepreneurial organization where leaders are innovators who are willing to take risks. The organization encourages personal initiative, the freedom of action of its employees, innovation, the search for new ideas, and the willingness to take risks. In the long term, the organization focuses on finding new resources and new opportunities. The key to success is to be a leader in the production of unique and new products (services).

bureaucratic culture. A formalized and structured organization where rules and procedures matter a lot. Leaders are rational organizers and coordinators whose efforts are aimed at ensuring the stability and effective operation of the organization. The work of employees is determined by formal procedures, the performance of work is strictly controlled. Key success factors are supply security and low costs.

market culture. The organization is focused on obtaining results, so setting and achieving goals is the main thing. Leaders are business people, they are demanding, unshakable, and pursue an aggressive policy. Employees are goal-oriented and compete with each other. The organization is held together by the desire to win. Reputation and success are a common concern. Strategy is associated with competitive actions to achieve set goals. The priorities are to increase market share, outperform competitors, and lead the market.

The classification of organizational culture by areas of activity, which was developed by T. Deal and A. Kennedy, is also widely known. They defined four types of corporate culture depending on the degree of risk and the speed of obtaining results (Table 1.2).

"Cool guy"- a type of organizational culture that is typical for companies engaged in high technology, as it is associated with a very high degree of risk and the need to quickly obtain results.

"Work Hard"- organizational culture common in sales organizations, where low-risk decisions are made, aimed at getting quick results.

"Bet on your company"- a type of company culture where decision-making is associated with large investments, as, for example, in the oil industry, and therefore with a high degree of risk. It takes a long time to get results.

"Process" as a type of corporate culture is traditionally common in government, state, municipal organizations, since the main focus in decision-making is on procedures and processes. These organizations are characterized by a slow pace of results and a low degree of risk.

Table 1.2

Characteristics of organizational cultures (T. Deal, A. Kennedy)

Options	"Cool guy"	"Work Hard"	"We bet on our company"	"Process"
Degree of risk
The speed of getting results			slow	slow
Basic goals	High tech	Buyer	Long term investment
Qualities of employees	Riskiness, toughness	Ability to trade	Reliability, competence	Loyalty to the system
	Performing your own rituals	Sellers Contests	Business meetings	Reports, events
Strengths	The positive side of the risk, the speed of obtaining results	Mass production of goods	High quality inventions	High level of organization
Weak sides	Short term planning	Increasing quantity at the expense of quality	Slow process, low RPM	Failure to respond quickly to change
	Sphere of high technologies	Trade organizations	Mining and oil industry companies	Government, state, municipal organizations

In the last two decades, the influence of culture has increased so much that new types of organizations began to be distinguished depending on the type of their culture: entrepreneurial organization, learning organization, intellectual organization. An entrepreneurial organization is based on an entrepreneurial culture, and an intellectual and learning organization is based on a culture of knowledge.

Entrepreneurial culture. According to Peter Drucker, "entrepreneurship is more a type of behavior than a personality characteristic." It should be noted that despite more than 200 years of history, there is still no unity of views on the concepts of "entrepreneurship" and "entrepreneur". Among the existing approaches, two main ones can be distinguished. The first, traditional, links entrepreneurship with business. It is based on the fact that the word "entrepreneur" comes from the French verb intreprendre, which means to undertake, undertake, undertake, attempt. Therefore, entrepreneurship is understood as the creation of a new business, most often a small one. An entrepreneur is a person who creates his own business and manages it in the early stages of the organization's existence or at the stages of its transformation and development.

Later these views changed. A new non-traditional approach, which began to take shape in the 1980s, is broader than the traditional understanding of entrepreneurship.

Entrepreneurship has come to be seen as a way of thinking, a style of behavior, a way of acting. Entrepreneurship in such a broad sense extends not only to business, but also to other areas of activity, such as education, science, culture, healthcare, etc. Entrepreneurial can be any organization, both commercial and non-commercial - universities, public organizations, government agencies, state and municipal authorities, etc. It can be a newly created and already existing organization of any size - small, medium, large.

Over the past 20–30 years, large foreign business companies, such as IBM, Jonson & Jonson, Microsoft, etc., have gone from traditional entrepreneurship (entrepreneurship) to internal entrepreneurship (intrapreneurship) and, finally, to the creation of entrepreneurial organizations.

The main feature of an entrepreneurial organization is the corporate culture. which determines the type of its behavior, values, rules, leadership style, motivation and other actions carried out to support entrepreneurship.

The basis of an entrepreneurial organization is the entrepreneurial process from the identification of opportunities to their implementation, which must be carried out at all levels of the hierarchy. Everything else: strategies, organizational structures, resources, decisions, etc. are constantly changing, as they serve to support the entrepreneurial process.

The characteristic features of an entrepreneurial organization are: the search for new opportunities, flexibility, adaptability, the ability to continuously change and update, focus on innovation.

The main thing that distinguishes an entrepreneurial organization – it is a search for new opportunities. Opportunities come and go, lead to other opportunities, and the process repeats. Therefore, an entrepreneurial organization must constantly respond, change and adapt, be more flexible and mobile than others in order to have time to implement them.

This is reminiscent of the self-adaptation of biological systems. The entrepreneurial process is constantly recreated, spread throughout the organization, repeating itself as if automatically. This is possible only on the condition that entrepreneurial thinking becomes the basis for managing the organization, and entrepreneurship becomes the management philosophy. This self-adaptation distinguishes an entrepreneurial organization from other types of organizations and allows it to function effectively in a rapidly changing and uncertain business environment for a long time. The organizational structure of an entrepreneurial organization should be flexible, with a small number of hierarchical levels, decentralization, and a low degree of formalization.

The management philosophy of an entrepreneurial organization is less management, more entrepreneurship. In an entrepreneurial organization, managers consider every person, no matter what position they occupy, as an entrepreneur. This means that everyone should be aware of and share the goals of the organization, have the right to independently make decisions, manage the necessary resources and information. This approach requires a fundamental change in the thinking of all employees and especially managers.

In a business organization a new type of manager is emerging – manager-entrepreneur instead of manager-administrator. The enterprising manager actively seeks opportunities and deliberately takes risks to achieve change. Entrepreneurship is required at every level if the organization as a whole is to operate as an entrepreneur. The organization is seen as a community of entrepreneurs. People working in an entrepreneurial organization should feel like members of the entrepreneurial community, feel a sense of belonging. For this, various forms of cooperation are encouraged, various kinds of intra-organizational associations are supported, for example, small groups. Their successful use in Apple, well-known on the personal computer market, prompted IBM to create its own version of small teams (autonomous labor teams).

In order not to miss opportunities, decisions should be made as soon as they are identified. This usually happens at the lower or middle levels of management. Therefore, it is here that the right to make decisions and responsibility for their implementation is transferred in business organizations. Senior leaders contribute decentralization decisions, support managers who contribute to this, give preference to people who show initiative and independence, providing them with access to resources and information.

People, not formal procedures, determine the success of an entrepreneurial organization, so decision making is often according to informal rules. Professional knowledge and personal contacts within the organization are of great importance. Decisions are often based on intuition rather than rational calculation and involve risk.

An entrepreneurial organization is characterized by an atmosphere of independence and creativity, encouragement of initiative, innovation, entrepreneurship. Among the companies that pay special attention to the formation of such a culture are Hewlett-Packard, IBM, 3M. "We are interested in the independence of the employees' judgments and their entrepreneurial spirit. This is not one of the approaches to business, but the most important, the only one," say the leaders of the ZM company.

An important role is played by the leader - the entrepreneur, who leads the organization, taking an active position. His inspirational leadership aims to develop creativity in the people working in the organization. The leader of an entrepreneurial organization must have the ability not only to see things from a new, unconventional point of view, but also to make sure that others see them from this side. He needs to be able to recognize perspective and opportunity where others see chaos and contradiction. It is important for him to find, distribute and control resources, often owned by others.

Relationships between people are built on trust and respect. Entrepreneurship is always associated with risk, and therefore with mistakes and failures. Therefore, in entrepreneurial organizations, trust and respect for people must be supported by a tolerance for failure. Failure should not threaten "membership" in the organization. The control system must also maintain a high degree of trust in employees.

The search for new opportunities, which is at the heart of an entrepreneurial organization, requires self-management. Its essence is not in the development of traditional forms of participation in management, but in the transfer of entrepreneurial powers, granting each employee the right to independently make and implement decisions within their competence. Management control is limited and focused on outcomes. Preference is given to self-discipline and self-control.

In order to identify new opportunities, it is necessary to have timely and relevant information. The development of self-government means the possibility of obtaining it and intensive exchange between all employees, access to the necessary information, effective communications between top management and other members of the organization.

To this end, Microsoft, the world leader in the development of software products, created and began to successfully use an e-mail system within the organization, through which any employee could directly contact the head of the corporation, Bill Gates.

Since decisions are often made at the level at which they are implemented, self-management involves not only the movement of information, but also the movement of resources within the organization, providing employees with them for independent use.

Culture of knowledge. The culture of knowledge is a certain corporate philosophy, which includes the basic principles and values of the company, corresponding to the strategic goals, priorities, knowledge management strategy, which is guided in their activities and shared by all employees of the company. It should ensure the creation of such an atmosphere and environment for the employees of the company, which contributes to the involvement in the process of systematic accumulation, wide dissemination and regular exchange of knowledge of all employees of the company. The culture of knowledge, its basic values, methods of motivation are discussed in detail in Chap. 5.

Dial T., Kennedy A. Corporate Cultures: The Rites and Rituals of Corporate Life. Addison-Wesley Publishing Company, 1998.

Organizational culture- these are norms and values that are shared by the absolute majority of members of an organization or enterprise, as well as their external manifestations (organizational behavior).

Main functions:

internal integration (gives an idea to all members of the structure about the form of their interaction with each other);
external adaptation (adapts the organization to the external environment).

The process of forming an organizational culture is an attempt to constructively influence the behavior of staff. Being engaged in the formation of certain attitudes, value systems among employees within the framework of certain organizational structure it is possible to stimulate, plan and predict the desired behavior, but at the same time, the corporate culture of the organization, which has already developed, should be taken into account. Often, managers, trying to form the philosophy of their organization, declaring progressive norms and values, even investing some money in this, do not get the desired results. This is partly due to the fact that real-life values and norms come into conflict with the implemented organizational norms. Therefore, they are rejected by the majority of the collective.

Elements of organizational culture

Behavioral stereotypes (slang, common language used by members of the organization; traditions and customs observed by them; rituals performed on certain occasions).
Group norms (models and standards that regulate the behavior of members of the organization).
Proclaimed values (well-known and declared in the organization values and principles that the organization adheres to and implements. For example, “product quality”.).
Philosophy of the organization (general ideological and even, possibly, political principles that determine the actions of the organization in relation to employees, customers, intermediaries).
Rules of the game (rules of behavior for employees at work; restrictions and traditions necessary for assimilation by all new members of the team).
Organizational climate (“spirit of the organization”, which is determined by the composition of the team and the characteristic way of interaction between its members, as well as with clients and other persons, quality mugs).
Existing practical experience (techniques and methods that are used by team members to achieve specified goals; the ability to perform certain actions in certain situations that are passed down in the team from generation to generation and which do not require indispensable written fixation).

Types of organizational cultures

The most popular typology was created by K. Cameron and R. Quinn. It is based on four groups of criteria that define the core values of the organization:

discretion and flexibility;
control and stability;
integration and internal focus;
differentiation and external focus.

clan organizational culture. It implies a very friendly team, where its members have a lot in common. The divisions of the organization resemble large families. The leaders of the organization are perceived by its members as educators. The organization is inseparable thanks to tradition and devotion, internally great importance is attached to the moral climate and team cohesion. Success in operations is defined as caring for people and a good feeling for consumers. With this type of organizational culture, teamwork and agreement are encouraged.

Adhocracy organizational culture. Implies active entrepreneurial and creative work. To achieve common success, employees are willing to take risks and make personal sacrifices. The leaders of such an organization are considered innovators and risk-takers. The binding element of the organization is a commitment to innovation and experimentation. The obligation to work at the front lines is emphasized. In the long run, the organization focuses on acquiring new resources and growing. Success is the production of unique products or the provision of new services. At the same time, leadership in the market of services or products is important. The organization encourages creativity, freedom and personal initiative.

Hierarchical organizational culture. This type of organizational culture takes place in formalized and structured organizations. Procedures govern all activities of workers. Leaders are rational organizers and coordinators. The organization values maintaining the main course of its activities. The unifying fact in it is official policy and formal rules.

Market organizational culture. This type is dominant in organizations that are focused on achieving results. The main task is to fulfill the intended goals. Employees of such an organization are always purposeful and constantly compete with each other. Leaders are tough competitors and tough administrators. They are always demanding and unwavering. The organization is united by the goal of always winning, for it success and reputation are the main values.